Dr. Dinesh Kumar Jangra

16/07/2026

जंतर-मंतर पर अनशन पर ,
सोनम जी दृढ़ बैठे हैं।
तन भले कमजोर हुआ हो,
मन हिमालय-सा अडिग है........

Song on Rashtra Ratan Sonam Wangchuk Ji by

16/07/2026

जंतर-मंतर पर अनशन पर ,
सोनम जी दृढ़ बैठे हैं।
तन भले कमजोर हुआ हो,
मन हिमालय-सा अडिग है

Song on Rashtra Ratan Sonam Wangchuk Ji by

11/07/2026

मैंने सत्य को खोजा
तो वह किसी ग्रन्थ में नहीं मिला।
वह एक बूढ़े मज़दूर की हथेली पर था,
जहाँ रेखाएँ कम
और दरारें अधिक थीं।

मैंने ईश्वर को पुकारा
तो आकाश मौन रहा।
फिर एक भूखी चिड़िया
मेरी खिड़की पर आ बैठी,
और मुझे अपने हिस्से की रोटी
छोटी करनी पड़ी।
तभी समझा,
प्रार्थना शब्दों से नहीं बनती,
किसी दूसरे के लिए
अपने सुख में थोड़ी जगह खाली करने से बनती है।

मैंने समय से पूछा,
“तू सब कुछ छीन क्यों लेता है?”
समय ने उत्तर नहीं दिया।
बस मेरे पिता के बालों में
थोड़ी और सफेदी रख दी
और मेरी माँ की आँखों में
इन्तज़ार थोड़ा गहरा कर दिया।
तभी समझा,
समय घड़ी में नहीं चलता,
वह उन चेहरों पर चलता है
जिन्हें हम यह सोचकर टाल देते हैं
कि अभी बहुत जीवन शेष है।

मैंने मृत्यु से कहा,
“तू जीवन की शत्रु है।”
मृत्यु ने मेरी ओर देखा
जैसे कोई गुरु
अधीर शिष्य को देखता है।
उसने कहा,
“मैं न होती
तो तुम किसी आलिंगन को अन्तिम समझकर
इतनी सच्चाई से गले न लगाते।
मैं ही तो प्रत्येक क्षण को
उसका मूल्य देती हूँ।”

मैंने प्रेम को पकड़ना चाहा,
वह मुट्ठी से रेत की तरह फिसल गया।
मैंने उसे मुक्त छोड़ दिया,
वह लौटकर
मेरे भीतर घर बना गया।
तभी समझा,
जिसे बाँधना पड़े
वह प्रेम नहीं, भय है।
और जो चला जाए
फिर भी भीतर करुणा छोड़ जाए,
वही प्रेम का सबसे शुद्ध रूप है।

मैंने अपने अहंकार से पूछा,
“तू इतना ऊँचा क्यों बोलता है?”
उसने धीरे से कहा,
“क्योंकि भीतर एक बच्चा है
जिसे आज तक किसी ने यह नहीं बताया
कि वह बिना जीते भी मूल्यवान है।”
उस दिन मैंने
अपने शत्रुओं को क्षमा नहीं किया,
पहले स्वयं को किया।
क्योंकि बहुत बार
हम दूसरों से नहीं,
अपने ही अधूरे रूप से लड़ रहे होते हैं।

मैंने संसार बदलने की ठानी,
पर संसार बहुत विशाल था।
मैंने अपना घर बदलना चाहा,
पर घर में सब अपने सत्य लिए बैठे थे।
अन्ततः मैंने
अपनी दृष्टि का एक छोटा-सा कोण बदला,
और आश्चर्य,
उसी क्षण संसार कुछ कम कठोर हो गया।
अब मैं विजय नहीं माँगता।
विजय के पीछे
किसी पराजित का मौन पड़ा रहता है।
मैं इतनी बुद्धि माँगता हूँ
कि सही होने से पहले
मनुष्य रह सकूँ,
इतना साहस
कि भीड़ के बीच अकेला सत्य कह सकूँ,
और इतनी विनम्रता
कि अपने सत्य को
अन्तिम सत्य न मानूँ।

जीवन शायद कोई प्रश्न नहीं
जिसका उत्तर हमें मरने से पहले देना है।
जीवन एक दीपक है
जिसे हवा के बीच लेकर चलना है,
इस सावधानी के साथ
कि अपनी लौ बचाते हुए
किसी और का अँधेरा न बढ़ा दें।
अन्त में
हमारे नाम पत्थरों से मिट जाएँगे,
हमारी उपलब्धियाँ
धूल की भाषा सीख लेंगी,
हमारे विचार भी
किसी नए विचार के लिए जगह छोड़ देंगे।

पर सम्भव है,
किसी अनजान मनुष्य के भीतर
हमारी कही हुई एक करुण बात
बहुत देर तक जीवित रहे।

और शायद
अमरता का अर्थ यही है,
संसार में सदा बने रहना नहीं,
अपने जाने के बाद भी
किसी अनजान मनुष्य के भीतर
एक क्षण की करुणा बनकर जीवित रहना।
जब तुम्हारा नाम मिट चुका हो,
तुम्हारी देह मिट्टी हो चुकी हो,
फिर भी तुम्हारे कारण
कोई मनुष्य क्रूर होने से पहले रुक जाए,
किसी गिरे हुए को उठा ले,
किसी रोते हुए के पास बैठ जाए,
तभी समझना,
तुम मरे नहीं।
तुम मृत्यु से आगे निकल गए।

-डॉ दिनेश कुमार जांगड़ा

10/07/2026

🔱 शिव ताण्डव स्तोत्र: संस्कृत से हिंदी काव्य तक

भगवान शिव के ताण्डव, डमरू, गंगा और विराट स्वरूप को समर्पित यह संपूर्ण प्रस्तुति अब उपलब्ध है।

📜 मूल संस्कृत पाठ
✍️ हिंदी काव्यानुवाद
📖 डॉ. दिनेश कुमार जांगड़ा की पुस्तक से उद्धृत

🎥 वीडियो देखें:
https://www.youtube.com/watch?v=mq9sQ0nXi_s

इसे अपने परिवार और शिवभक्त मित्रों के साथ साझा करें।

ॐ नमः शिवाय। 🙏

🙏 हर हर महादेवप्रस्तुत है दिव्य शिव ताण्डव स्तोत्र, जिसमें प्रत्य...

09/07/2026

A new identity. The same mission. A bigger ambition.

Today, we are proud to unveil the new logo of Pomento.in.

At first glance, it is a refined visual identity.

Behind it is a deeper philosophy.

The “P” represents purpose.

The infinity symbol reflects continuous learning, innovation and long-term value creation.

The combination represents our belief that meaningful ideas should never stop evolving.

Our tagline remains unchanged:

“Connecting Ideas to Impact.”

That has always been our commitment.

Pomento began with a simple belief.

Good ideas deserve structure.

Knowledge deserves reach.

Innovation deserves ex*****on.

Since then, our journey has expanded across research, publishing, AI, entrepreneurship, education, digital products and knowledge systems.

This new identity reflects where we are heading.

We are building an ecosystem where researchers, educators, entrepreneurs, creators and organisations can transform ideas into lasting impact.

This is more than a logo refresh.

It marks the beginning of the next chapter.

Thank you to everyone who has supported Pomento's journey.

The best is yet to come.

08/07/2026

Glad to see my poetry featured on this channel.

ॐ नमो नारायणाय“नारायण नाम से मन को आराम मिला”| Narayan Naam Se Man ...

07/07/2026

Creation of loyalty through favouritism can be an illusion.

But the creation of organisational damage with favouritism is a fact.

That is the part most leaders underestimate.

When employees see the same people getting opportunities, visibility, protection and forgiveness, they rarely confront the system directly.

They do something more damaging.

They adjust.

They speak less.

They volunteer less.

They stop taking initiative.

They avoid difficult conversations.

They stop offering ideas.

They silently withdraw their commitment.

Then leaders say:

“People here are not proactive.”

No.

They have learned that proactivity is unsafe when access matters more than contribution.

This is a systems failure.

Organisational justice theory tells us that people judge fairness through outcomes, processes and treatment.

So when decisions are pre-decided with one sided story, employees do not only question the concerned managers.

They question the institution.

Equity theory explains what happens next.

People compare effort and reward.

When the equation feels unfair, they restore balance quietly.

Less effort.

Less ownership.

Less emotional investment.

That is how disengagement begins.

Psychological safety explains the deeper cost.

In a favouritism-driven culture, people learn who can be challenged and who cannot.

They stop reporting risks early.

They stop questioning poor decisions.

They stop telling leaders what leaders need to hear.

The organisation loses its truth system.

That is why favouritism damages three systems at once:

Culture

People stop believing fairness exists.

Performance

Effort becomes political, not professional.

Decision intelligence

Leaders lose honest signals because people no longer trust the process.

The future of work will help the organisations where talented people believe effort will be judged fairly.

A workplace can survive one wrong decision.

It cannot survive repeated proof that relationships matter more than contribution.

To buy my book on office politics check amazon or biolink.

05/07/2026

Imagine your organisation is about to launch an AI productivity dashboard.

It will track tasks and output.

Before you approve it, use these 12 mental models:

Inversion

Ask: “How could this fail?”

People may game the numbers.

Managers may confuse speed with value.

Trust may fall.

Remove these risks before launch.

Second-order thinking

Do not stop at: “This will improve productivity.”

Ask: “And then what?”

If people feel watched, they may produce more activity and less judgement.

Opportunity cost

Every yes is a quiet no.

If leaders spend six months building a dashboard, what are they not fixing?

Role clarity?

Manager capability?

Team overload?

Circle of competence

Know where your judgement is strong.

You may understand the technology.

But do you understand work design, culture and employee behaviour?

Borrow expertise before borrowing confidence.

Systems thinking

Poor productivity is rarely an individual problem.

It may come from unclear priorities, broken handovers, slow approvals or too many meetings.

A dashboard can show symptoms.

It cannot repair the system by itself.

Hanlon’s razor

Do not assume people are lazy.

They may be blocked, confused, overloaded or working around poor design.

Bad systems often look like bad behaviour.

First principles

Strip the problem down.

What is the real goal?

More keystrokes?

More output?

Better decisions?

Better customer value?

Measure the thing that actually matters.

Pre-mortem

Imagine the dashboard failed after six months.

Why?

People did not trust it.

Managers misused it.

The wrong metrics shaped behaviour.

No one explained the purpose.

Fix those before launch.

Margin of safety

Good plans leave room for error.

Do not use one score to judge performance.

Use context, conversation and human review.

A fragile metric can damage good work.

Feedback loops

What gets rewarded gets repeated.

Reward speed alone, and people will optimise for speed.

Reward learning, quality and judgement, and the culture changes differently.

Base rates

Before trusting your story, check the pattern.

How often do measurement tools improve work without changing incentives, roles and leadership behaviour?

Past patterns discipline present excitement.

Map is not the territory

A dashboard is a map.

It can show activity.

It cannot fully show trust, judgement, silence, politics or fear.

Better tools need better judgement.

02/07/2026

A devotee gives ₹10 or a gold ornament in the Ayodhya Temple.

A customer deposits money in a bank.

An employee reports expenses in an organisation.

A citizen pays tax to the state.

Different places.

Same principle.

Trust must travel through a system.

That is the lesson from the reported Shri Ram Temple donation case.

Reports say eight people have been arrested.

Police have reported recovery of donated funds.

The influential Champat Rai has been questioned and has denied involvement.

The SIT now has more time to complete the probe.

So the wise question is not only:

“Who took the money?”

The organisational question is:

“How did the system allow money, access and authority to move without enough checks?”

Most organisations fail here.

They confuse trust with control.

They give access because someone is “known”.

They ignore SOPs because work is “urgent”.

They accept verbal assurance because the person is “close”.

They install technology but leave blind spots.

They create audit trails after damage, not before it.

That is how institutions lose trust.

Through weak custody.

Poor reconciliation.

Informal permissions.

Unclear accountability.

And leaders who discover too late that loyalty is not a control mechanism.

The CTD lesson is simple:

Culture decides what people feel safe to question.

Technology decides what becomes visible.

Decision intelligence decides who explains, justifies and owns the outcome.

Whether it is a temple, university, company, hospital, NGO or government office, public trust needs public-grade controls.

Faith deserves devotion.

Organisations deserve accountability.

- Dr. Dinesh Kumar Jangra

01/07/2026

Power does not corrupt everyone.

But it reveals what a system permits.

That is the part organisations often miss.

A leader rarely becomes dangerous in one dramatic moment.

It happens slowly:

People stop disagreeing.

Data becomes decoration.

Loyalty becomes more rewarded than real outcomes.

Bad news gets filtered before it reaches the top.

Silence starts looking like alignment.

This is why Lord Acton’s line still matters: “Power tends to corrupt, and absolute power corrupts absolutely.”

In workplaces, absolute power appears when one person controls:

Who speaks.

What counts as evidence.

Which mistakes are discussed.

Whose dissent is treated as disloyalty.

AI, analytics and digital platforms will not fix corrupt judgement if the culture punishes truth.

The CTD test is simple:

C = Can people speak without fear?

T = Do systems reveal reality or protect power?

D = Are decisions explained, challenged and accountable?

Power becomes safer for organization when it is made answerable and contestable.